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1Systems Analysis and Design in a Changing World, Fourth Edition
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Learning Objectives Explain the key role of a systems analyst in business
Explain the importance of technical, people, and business skills for an analyst
Describe the many types of technology an analyst needs to understand
Describe various job titles and places of employment where analysis and design work is done
Describe the analyst’s role in a system development project
Describe the role of Information systems to the success of modern business organizations
Discuss the Systems Development phases
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The Analyst as a Business Problem Solver
Has computer technology knowledge and programming expertise
Understands business problems
Uses logical methods for solving problems
Has fundamental curiosity
Wants to make things better
Is more of a business problem solver than a technical programmer
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Analyst’s Approach to Problem Solving
Verify benefits of solving problem outweigh the costs
Research and understand the problem
Define the requirements for solving the problem
Develop a set of possible solutions (alternatives)
Define the details of the chosen solution
Monitor to ensure desired results
Decide which solution is best and recommend
Implement the solution
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Systems That Solve Business Problems System – interrelated components functioning together to
achieve an outcome
Information systems – collection of interrelated components that collect, process, store, and provide as output information needed to complete tasks
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Types of Information Systems Transaction processing systems (TPS): Capture and record
information about organization’s transactions
Management information systems (MIS): Take information captured by TPS and produces reports for planning and control
Decision support / knowledge-based systems (DSS/KBS): Explore impact of available options or decisions (what-if scenarios)
Enterprise applications: Highly integrated systems that support company-wide operations and data
Communication support systems: Facilitate communication internally and with customers and suppliers
Office support systems: Help employees create and share documents
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Required Skills of the Systems Analyst
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Technical Knowledge and Skills An analyst should have fundamental technology knowledge of
Computers / peripheral devices (hardware) Communication networks and connectivity Database and database management systems (DBMS) Programming languages (for example, VB.NET or Java) Operating systems and utilities
Analyst uses tools Software productivity packages Integrated development environments (IDEs) for programming
languages CASE tools, testing, documentation support, reverse
engineering, configuration management Analyst understands SDLC techniques
Project planning, systems analysis Systems design, database design, network design Construction, implementation, systems support
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Business Knowledge and Skills
Analyst must understand Business functions performed by organization Strategies, plans, traditions, and values of the organization Organizational structure Organization management techniques Functional work processes
Systems analysts typically study business administration/management in college with a major in CIS or MIS
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People Knowledge and Skills
Systems analysts need to understand how people Think Learn React to change Communicate Work (in a variety of jobs and levels)
Interpersonal and communication skills are crucial to Obtaining information Motivating people Getting cooperation Understanding the complexity and workings of an
organization in order to provide necessary support
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Integrity and Ethics
Analyst has access to confidential information, such as salary, an organization’s planned projects, security systems, and so on.
Must keep information private
Any impropriety can ruin an analyst’s career
Analyst plans security in systems to protect confidential information
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Typical Job Titles and Places of Employment
Job titles of systems analyst vary greatly, but entail same thing
Places of employment vary from small businesses to large corporations
Analysts can be internal employees or outside consultants
Analysts can be developing solutions for internal business managers or for external clients and customers
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Analyst as a System Developer
Part 1: The systems analyst Chapter 1: The world of the information systems
analyst (this chapter)
Chapter 2: Approaches to system development Predictive and adaptive SDLCs
Traditional approach
Object-oriented approach
Chapter 3: The analyst as a project manager
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Analyst as a System Developer (continued)
Part 2: Systems analysis tasks
Chapter 4: Beginning the analysis: Investigating system requirements
Chapter 5: Modeling system requirements
Chapter 6: Skip this chapter
Chapter 7: Object-oriented approach to requirements
Chapter 8: Evaluating alternatives for requirements, environment, and implementation
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Analyst as a System Developer (continued)
Part 3: Systems design tasks
Chapter 9: Moving to design
Chapter 10: Skip this chapter
Chapter 11: Object-oriented approach to design
Chapter 12: Designing databases
Chapter 13: Designing the user interface
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Summary A systems analyst solves business problems using information
systems technology Problem solving means looking into business problem in great detail,
completely understanding problem, and choosing best solution Information system development is much more than writing programs Information systems, subsystems, and components interact with and
include hardware, software, inputs, outputs, data, people, and procedures
Systems analyst has broad knowledge and variety of skills, including technical, business, and people
Integrity and ethical behavior are crucial to success for the analyst Systems analyst encounters a variety of rapidly changing technologies
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Introduction to Rocky Mountain Outfitters (RMO) Business
Began in Park City, Utah supplying winter sports clothes to local ski shops
Expanded into direct mail-order sales with small catalog—as catalog interest increased, opened retail store in Park City
Became large, regional sports clothing distributor by early 2000s in Rocky Mountain and Western states
Currently $150 million in annual sales and 600 employees and two retail stores
Mail-order revenue is $90 million; phone-order revenue is $50 million
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Early RMO Catalog Cover (Fall 1978)
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Current RMO Catalog Cover (Fall 2007)
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RMO Strategic Issues Innovative clothing distributor; featured products on Web
site ahead of competitors Original Web site functions
Enhance image, request copy of catalog, portal to outdoor sports Web sites
Enhanced Web site functions Add specific product information, weekly specials, and all
product offerings
Detailed IS strategic plan Supply chain management Customer relationship management
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RMO’s Organizational Structure
Managed by original owners
John Blankens – President
Liz Blankens – Vice president of merchandising and distribution
William McDougal – Vice president of marketing and sales
JoAnn White – Vice president of finance and systems
Background in finance and accounting
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RMO Locations
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RMO Information Systems Department
Mac Preston – Assistant vice-president and chief information officer (CIO)
Recent promotion made after IS strategic plan created
CIO reports to finance and systems VP
CIO is increasingly important to future of RMO
Given its strategic importance, IS department will eventual report directly to the CEO
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RMO Information Systems Department Staffing
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Existing RMO Systems
Small mainframe-based system
Supports inventory, mail-order, accounting, and human resources
Has dedicated connectivity to distribution and mail-order sites
LANs and file servers
Supports central office functions, distribution centers, and manufacturing centers
Batch updates to mainframe
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Existing RMO Systems (continued)
RMO informational Web site
Hosted by Internet service provider (ISP)
Merchandising/distribution system
Twelve-year-old mainframe COBOL/CICS, DB2, VSAM application
Mail order system
Fourteen-year-old mainframe COBOL application
Phone order system
Oracle and Visual Basic system built 6 years ago
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Existing RMO Systems (continued)
Retail store systems Eight-year-old point-of-sale and batch inventory
package, overnight update with mainframe
Office systems LAN with office software, Internet, e-mail
Human resources system Thirteen-year-old mainframe-based payroll and
benefits
Accounting/finance system Mainframe package bought from leading vendor
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The Information Systems Strategic Plan
Supports RMO strategic objectives
Build more direct customer relationships
Expand marketing beyond Western states
Plan calls for a series of information system development and integration projects over several years
Project launch: New customer support system to integrate phone orders, mail orders, and direct customer orders via Internet
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RMO Technology Architecture Plan
Distribute business applications Across multiple locations and systems Reserve mainframe for Web server, database,
and telecommunications
Strategic business processes via Internet Supply chain management (SCM) Direct customer ordering via dynamic Web site Customer relationship management (CRM)
Web-based intranet for business functions
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RMO Application Architecture Plan
Supply chain management (SCM) Product development, product acquisition,
manufacturing, inventory management
Customer support system (CSS) Integrate order-processing and fulfillment system
with SCM Support customer orders (mail, phone, Web)
Strategic information management system Extract and analyze SCM and CSS information for
strategic and operational decision making and control
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RMO Application Architecture Plan (continued)
Retail store system (RSS)
Replace existing retail store system with system integrated with CSS
Accounting/finance system
Purchase intranet application to maximize employee access to financial data for planning and control
Human resources (HR) system
Purchase intranet application to maximize employee access to human resources forms, procedures, and benefits information
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Timetable for RMO Strategic Plan
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The Customer Support System (CSS)
RMO core competency is their ability to develop and maintain customer loyalty
Supply chain management (SCM) must be defined before CSS can begin
CSS is a core system supporting customer relationship management
Systems analysis activities will define system requirements in detail
Strategic plan’s stated objectives will form guidelines as project proceeds